Beldames’ Saloon

Audiences around the world are all different. Cultural, social and religious differences impact on how people learn, take in information and interact with presenters.

After delivering three presentations to managers and franchisees from the largest fast food company in the Philippines, these are my thoughts on how to make an impact.

This is the result of extensive feedback and practical knowledge of what works and what doesn’t after delivering business presentations throughout Asia.

Here are 10 Tips on Delivering Better Business Presentations to Asian Audiences.

1. Do Your Research.

Find out as much as you can about the country and organisation you are working with. Read guide books, travel magazines, search the Internet and use the local media to gain as much knowledge as you can about the cultural background and history of the people you are working with.

2. Use local language and key phrases as an icebreaker, welcome address or to highlight important points.

Modify the content of your presentation to account for local differences. For example, in my work in the Philippines I used a range of local ‘Tagalog’ (one of the two official languages) words in both my welcome and presentation to make points and this was very effective. Former US President JFK used “Ich bin ein Berliner” to great effect in Germany during one of his speeches.

3. Use local examples.

Nothing goes down better when trying to explain a new concept than using a local example. This will make your presentation more relevant. Be sure to research your examples so they are relevant and understand the cultural context of your examples.

4. Get to know the audience.

It is most likely you will be a foreigner and many in the audience may not know you very well at all. Meet as many people personally before the presentation as possible. When presenting, let the audience warm up to you before throwing questions at them. I’ve noticed light-hearted bantering with the audience at the beginning of a presentation
works well.

5. Speak slowly and clearly.

For many Asians, English is not their first language. Speak with less of an accent and present more slowly than you would with an Australian audience. Remember it is more important for each person to hear you accurately then it is to put more information in your speech, use your time effectively.

6. Use of Visual Aids.

Again, because of language barriers back-up your verbal message with clear and easy to understand visual aids.

7. Use Humour.

This tried and true method works across cultural boundaries. Use universal humour and avoid material that is country specific and not relevant. Never ever use inappropriate humour in any situation.

8. Physically involve the audience.

Most audiences, no matter what cultural background, tend to switch off after 20 minutes of information from the presenter. Use a physical activity or interaction to keep the audience awake and alert. One word of warning though, don’t try this at the beginning when they haven’t got to know you.

9. Cut out some content.

You will be speaking more slowly and spending time getting to know the audience and interacting with them. This will take time and you will need to cut out some content. Otherwise the presentation will be rushed. I find with most presenters put too much content in their presentations.

10. Evaluate, review and continually improve.

I never stop learning. Every time I speak in front of an audience, I always learn something new. Presenting to audiences outside of your comfort zone is always a challenge. Be prepared to learn, improve and be a better presenter.

Thomas Murrell MBA CSP is an international business speaker, consultant and award-winning broadcaster. Media Motivators is his regular electronic magazine read by 7,000 professionals in 15 different countries.
You can subscribe by visiting http://www.8mmedia.com Thomas can be contacted directly at +6189388 6888 and is available to speak to your conference, seminar or event. Visit Tom’s blog at http://www.8mmedia.blogspot.com

Comments Off

Maybe it’s the season or just a more buoyant job market;
but lately I’m sure involved in a lot more discussions
about leadership.

I’m receiving more requests for help defining the key
characteristics which make a great leader; and I’m hearing
a lot of negative stuff from clients about their bosses.

Most leaders die with their mouths open:

I recently read an article in Fast Company magazine which
reflected on the issue of leadership. In it, they quote
Ronald Heifetz, the founder of Harvard’s Center for Public
Leadership, who made the above comment back in 1999. He
followed it up by saying that, “leaders must know how to
listen - and the art of listening is more subtle than most
people think it is. But first and just as important,
leaders must want to listen.”

You’d think this is simply basic stuff, right? Like what we
learned in Management 101. I doubt there’s any exec in
business today who wouldn’t say they ‘know’ this already.
But in my experience, in many cases, leaders don’t seem to
think it applies to them.

And yet, I’m continually told by executives and
professionals that they don’t feel ‘heard’ enough by their
superiors. And here’s the really interesting thing about it
- I hear this frustration cited by people at every level
within organizations! < What this means that managers at
every level, are busy looking 'up' the organization chart
for someone to listen to them - but they're not giving
their own managers and staff 'below' them the same
benefits!

So we have the situation, in many companies, where the
managers go around telling those who report to them what to
do & how to do it but rarely ask those same people for
their input. How dumb is that?

Our North American companies are pretty inefficient:

OK - this is a random poll: Please raise your arm if you
believe that your company is at least 90% efficient.

Based upon what I hear from clients, there aren’t many arms
raised out there, I’d guess. In fact, most executives tell
me that their own organizations are actually inefficient.
Many are concerned that their employer is getting less
competitive on a global scale. Some worry about cutbacks or
reduced investment spending which may result.

At the same time, they’ll often tell me that they
personally are bored, unchallenged, stale, and losing
interest. So, let’s review: Inefficient businesses - no one
is listeing to those closer to the real action - and stale
managers who are worried about global competitiveness. Is
this a coincidence? Not likely.

We can fix this situation. And it’s not that hard. Remind
yourself once in a while about that lesson of Management
101 and become a better leader by becoming a better
listener. Simply start asking - and here I mean showing
that you really want to hear your team members’ ideas about
making your department or organization more efficient. Show
clearly that you are on a new mission and want to make
‘listening’ a priority. When your direct reports start to
believe that you are serious - watch out. I guarantee that
you’ll start to hear new ideas which will kick-start your
organization’s success. With that will come renewed
enthusiasm for the job. And the cycle of success will build
from there.

You don’t need to die with your mouth open.

Tips:

1. Give your team credit for having the same basic needs
and expectations as you have yourself.

2. Shut up once in a while.

3. Ask your subordinates how they’d deal with a problem or
situation.

4. Get enthusiastic for the game again. There was a reason

you took this job.

If you thought this article was worthwhile, you many want to take a free 7 part mini coaching course, “7 Secrets of Leadership Success”.

Sign up at http://www.BusinessSuccessCoach.net

John McKee is the visionary behind BusinessSuccessCoach.net, the premier online coaching service for business people and professionals at all levels. During his over 25 years as a senior executive, he personally hired, promoted, and fired literally thousands of people. Now, as a business coach, McKee uses the phone to coach others to become more successful using field tested approaches.

Comments Off

“Life offers two great gifts: time and the
ability to choose how we spend it. Planning is a process of
choosing among those many options. If we do not choose to plan,
then we choose to have others plan for us.” Richard I. Winwood

Performing redundant tasks, putting your time into ridiculous
activities, and wasting minutes here and there all add up to
significant amounts of unproductive time over your lifetime.

Consider statistics, recently reported by time-management
experts, that the average American wastes over his or her
lifetime:

eight months opening junk mail

seventeen months drinking coffee and soft drinks

two years on the telephone

five years waiting in line

nine months sitting in traffic

four years cooking and eating

a year and a half grooming

a year and a half dressing

seven years in bathrooms

twelve years watching TV

three years shopping

one to two years looking for misplaced objects

24 years sleeping

We could come up with some pretty fun statistics on how much time mothers waste doing redundant tasks:

picking up stray toys

wiping kitchen countertops

scouring the sink

washing the dishes

doing the laundry

folding clothing

putting the laundry away

cleaning bathrooms

mopping the floor

collecting the garbage

changing diapers

changing crib sheets

wiping runny noses and dirty bottoms

getting little ones out of car seats

blah blah blah…does the list ever end?

In order to eliminate common areas of wasted time, you need to be constantly on the lookout for ways in which you might use time more effectively.

A few tips:

Stop watching TV…or severely restrict your tube time. Allow
yourself to watch the evening news for one hour after the kids
are in bed. Eliminate morning “fluff” TV and afternoon talk
shows. They are minor on content and major on commercials and
pure nonsense. Unless you’re sick in bed or need to spend the day on the sofa, give them up.

Keep a lot of irons in the fire. Remember the old saying: “If you need something done, ask a busy person to do it.” The busy person is always ready because she has momentum. Doers always have multiple irons in the fire, so new projects are always ready to be tackled when boredom or fatigue sets in with her current project. Don Aslett calls it “ship jumping.” When enthusiasm wanes, a project gets boring, or we need to put a temporary freeze on a project for one reason or another, we jump ship, leave it, and move on to something else. Working this way, you become fast, efficient, motivated, and highly productive.

Lastly, think ahead. Moms who “stand ready” always thing ahead to the next probable scenario. Red traffic lights are not stops;
they are pauses for reflection about the next intended thing.
Carpool lines are not monotonous waiting lines; they are times to write or read or do one’s make-up or nails or plot out the next intended thing. Ditto for doctor’s office waits, grocery line queues, and gas station fill-ups. Rocket Moms use these as
intentional “mental moments”–always taking in opportunities for
action, planning the next intended event, organizing the rest of
the day, or reviewing activities lined up for the kids.

Critically examine the ways in which you spend your time. See if
you might find yourself surprised to find extra hours in your
day…to take a bubble bath, write a letter, paint a picture, or
read a great book.

Carolina Fernandez earned an M.B.A. and worked at IBM and as a stockbroker at Merrill Lynch before coming home to work as a wife and mother of four. She totally re-invented herself along the way. Strong convictions were born about the role of the arts in child development; homeschooling for ten years provided fertile soil for devising creative parenting strategies. These are played out in ROCKET MOM! 7 Strategies To Blast You Into Brilliance. It is available on Amazon.com, in bookstores everywhere, or by calling 888-476-2493. She writes extensively for a variety of parenting resources and teaches other moms via parenting classes and radio and TV interviews. Please visit http://www.rocketmom.com to subscribe to her free ezine and get a weekly shot of inspiration.

Comments Off

If your business needs to keep track of expensive equipment, some form of equipment tracking system is essential. As a first step in setting up such a system, you must decide how you will number your items.

In some cases, your equipment and inventory items may already be numbered. You may be using a manufacturer’s SKU (stock keeping unit), or your own SKU, a serial number, or some other locally-developed numbering scheme.

If your items are already numbered, that’s okay. You can use your existing numbering scheme as long as it’s convenient for you to use and is able to handle any growth you expect will happen. As we discuss the steps involved in designing a new number scheme, just evaluate how your existing one measures up in order to determine whether it will work for you in the future.

One of the first things to consider is whether your items are already barcoded.

If they are, is the barcode simply the item number printed out as a barcode (i.e. when you scan the barcode, does the item number appear on the scanner?) or is it some other number that you somehow have to match up to this item number? If you plan to be using barcodes scanners to scan items when they are checked in or out, then the length of the item number doesn’t matter, as long as it fits on a reasonable-sized barcode label.

However, if you plan to key in the number when an item is checked-in or out, then the fewer the number of characters to enter, the faster and more accurate the data entry will be.

Numbers can be keyed much faster than letters, and a combination of numbers and letters is about the hardest thing to type in because you’re constantly having to “hunt and peck” the keystrokes out.

If you have a choice, all numbers is best. There is one exception to this, and that is the use of a dash/hyphen. This can come in handy when you incorporate the category into the numbering scheme.

If you have, or expect to have 1000 or fewer equipment items, then a 4-digit numbering scheme (which gives you a range of 1000 to 9999 (or around 9000 potential numbers) is lots. Clearly, this gives you even more room for expansion than you think you’ll need, which is ideal considering that the “unexpected” always happens.

If you expect 10,000 items or less, then a 5-digit numbering scheme gives you a similar cushion, and so on.

If you want to incorporate the category into the number, then the number of categories you will have becomes important. If the number is less than 50, then you may be able to get away with a 2-digit category number (which gives you a range of 10 to 99, or 89 categories total). This gives you a small buffer for category growth.

If you expect to need more than 50, but less than 500, then a 3-digit category code will be best. If you expect more than 500 categories, are you sure you’re defining your categories properly? Remember, categories exist to help you manage your information more effectively, but having too many categories is a pain in the neck. Trust me. I’ve seen this movie.

If you are incorporating category into the number, then you need to revisit the earlier question about how many equipment/inventory items will you have in the next 5 years. What we need to know instead is, how many equipment/inventory items will you have in the largest category in the next 5 years. Again use the technique discussed above to decide how many digits the item number section needs to be.

Let’s review and summarize by using an example.

Suppose you run a construction company with 40 categories of equipment (power drills, cordless drills, circular saws, portable table saws, etc), and about 350 different equipment and inventory items to track.

Since the number of items is less than 1000, a 4-digit numbering scheme gives you lots of room for growth. So, you could start your equipment/inventory number at 1000 and go up to 9999

If you want to include category codes in the number, then since the number of categories is less than 50, a 2-digit category code will be fine. If the maximum number of items in the largest category is less than 100, then a 3-digit item number will work. Thus you could number your items from XX-100 to XX-999 (where XX is the 2-digit category code)

Examples:

10-100 would be “category 10″, “item 100″
25-118 would be “category 25″, “item 118″

If you wanted to include a category code, but the number of categories was greater than 50, and the number of items in the largest category was greater than 100, then you would number the items from XXX-1000 to XXX-9999 (where XXX is the 3-digit category code)

Examples:

100-1000 would be “category 100″, “item 1000″
225-3112 would be “category 225″, “item 3112″

Of course, when you include the category code in the number, you always have the full range of item numbers to choose from in each category.

This means that 100-3112 and 112-3112 and 225-3112 are all different item numbers. Each one uses the item code of 3112, but since they are in different categories, they represent different equipment or inventory items.

If you happen to have items already barcoded, but the barcode does not match the numbering scheme you want to follow, you can simply “relate” the barcoded number to your preferred item number in whatever software program you choose to use.

You simply have to make sure that the program you purchase has a separate field for “barcode” and for “item number” and that when you scan the “barcode” the correct item comes up. That way you get the best of both worlds.

That basically is the long and short of equipment numbering. If you do this step right, your equipment tracking system will be easy to search and use.

Jason Jantzi makes it easy to track your tools and equipment quickly and easily. Learn the 7 essential steps to implementing an Equipment Tracking System that works. To receive your free 7-part blueprint visit: Equipment Tracking System

Comments Off

I see a PR firm has done a survey on the amount of time Canadian
CEOs spend on communication, and found they spend almost half of
their time on communication.

I think we’re supposed to be impressed that CEOs spend that much
time on communication. But, quite frankly, what else does a CEO
do? And, if you consider both direct and indirect communication,
wouldn’t that be more like 90%?

So, what do CEOs do, and how much of that involves communication
of one kind or another?

Well, they make decisions. But before they make them, good CEOs
get information from specialists in their organization. They
also may check other options by reading newspapers and
magazines, attending conferences, and talking to their peers.
All of which involve communication.

For example, let’s say a CEO must decide whether or not to
launch an important new product line. Before she makes that
decision, our CEO will have had discussions with, and reports
from, senior members of the sales department. She will also
consider the country’s economic outlook in the coming months and
years, talk to others about what competitors might do, and
review the financial implications with the VP of corporate
finance.

It’s all about gathering, distilling, and transmitting
information: what we call communication.

Turning to another CEO function, what about envisioning a new
future for the organization and developing a strategy based on
it? Again, communication can’t be taken out of the mix.

After all, you can’t just pick a vision out of the air. It’s the
outcome of reflective thinking combined with information,
knowledge, and insight. All of which come from communicating.

And, there’s often a kaleidescope effect before a vision
emerges. All sorts of information tumbles around in the mind,
over and over, like clothes in a dryer, until eventually a new
and promising pattern reveals itself.

For example, suppose the Vice President of Human Resources has
just been promoted to Chief Executive Officer, and the board
made it clear it expects him to put his own, unique stamp on the
company.

He might retire to his office and spend a lot of time inside
trying to think of a new direction. But, it’s far more likely
he’ll reach out, rather than withdraw. He’ll talk to staff on
the front lines as well as managers. He’ll read everything
relevant he can find in books and magazines.

As that information pours into his mind — as the communication
process enriches his imagination and knowledge — he’ll start to
envision possibilities. Some will be more promising than others,
and he’ll talk about them with others in the organization.
Eventually, some sort of consensus will likely emerge about the
most promising vision.

Those are just a couple of examples from the work of CEOs, but
you can see why I’m skeptical about the 50% figure: There’s not
much about a CEO’s job that does not involve communication of
some kind.

In summary, CEOs may do more than communicate, but almost
everything they do will be driven or influenced by communication
processes inside and outside the organization.

Comments Off

“After climbing a great hill, one only finds that there are many more hills to climb.”
Nelson Mandela

Why do employees feel neglected by managers? Several years ago, I was a member of Toastmasters, International (TM). My organization had a company TM club; it was dominated by seasoned women. I was impressed by their zeal and professionalism during these TM meetings. These ladies had progressed in TM to become senior TM officials. I was impressed but also disappointed. What was my problem? In my professional working environment, these seasoned TM leaders were our organizational secretaries. Working in a technical organization, I found the corporate culture unappreciative of secretaries and other non-technical support. One Toastmaster leader expressed to me her sadness and frustration in this technical organization. She was a victim of being “underused and over abused.”

Leaders should not neglect developing and respecting each employee. Calvin Miller, a leadership guru, argues that every leader leads by team building. Take my example. If a child sees his father routinely slap his mother, do you think that child feels that his father loves his mother or even him? Likewise, some managers attempt to apply a similar logic in managing people. Kouzes and Posner, leadership experts, even suggest that exemplary leaders gain the support of all of the individuals involved in a task. Kouzes and Posner state, “Titles are granted, but it’s your behavior that wins you respect.”

Therefore, leaders should respect each employee regardless of their level and perceived value in the organization. Start today!

References:

Miller, C. (1995). The Empowered Leader. Nashville, TN: Broadman & Holman Publishers.

Kouzes, J. & Posner, Posner, B. (1995). The evolution of management thought. San Francisco: The Jossey-Bass Management Series.

© 2006 by Daryl D. Green

Comments Off

What do you think makes your company successful? Your newest hardware or software? The newest system you’ve put into place? The best location in town? Although these are important, they are not the key to success.

Today it’s not enough to produce a product and get the work done. There are big challenges in running a business. Competition isn’t just local - it’s coming from all over the world; there’s always some new piece of equipment to buy; your customers have critical needs; systems can always be improved; employees have challenges you need to respond to and there are constant changes in technology.

All of this means that being a good leader, manager or employee is a tall order. Being an effective communicator is just one way you can make a difference.

Communication affects every part of our lives. Whether it’s at work or in your family you are constantly interacting with others. Both areas involve the need for cooperation. Discussing ideas, solving problems, making plans for the future all require good interaction skills.

For your interactions to be effective, you need to understand some basic needs and bring that understanding into your interactions.

• We all need to feel valued, respected, trusted and appreciated.

• We need to be listened to and have our thoughts and ideas heard.

• We like to collaborate on solving problems and get ideas and information before making decisions.

Here are three suggestions on how you can make a difference.

1) How would you act differently if you really believed that all of your co-workers wanted to and were capable of being successful? Would it be possible to trust their intentions even though your styles or methods of accomplishing a task may be different? This attitude of positive regard for others increases their self esteem and is essential to good work relationships.

Examples:

“I’m really impressed Judy. This new system you came up with has all the information right where we need it. It’s going to save the whole team a lot of time.”

“That’s a great idea. I can see how that could reduce our
costs and make a difference in our budget this next year.”

“Thanks for taking the time….”

2) Listening and responding with understanding is at the very core of open communication. This is very important when someone is expressing feelings, either positive or negative. Responding with understanding shows that you understand what someone is feeling and why.

Reflecting negative feelings helps defuse those feelings before they cause problems that might otherwise have been avoided. Ignoring them, hoping they will go away or trying to argue them away usually makes the person more emotional. When we are not being heard, we will often “turn up the volume” in order to be heard.

It’s equally important to reflect positive feelings. It’s a great way to acknowledge another for how they feel about getting a difficult job done. This reinforces their good work and helps the other person feel even more successful.

Examples:

“It’s frustrating trying to please people who change their minds and you’re getting mixed messages.”

“Being acknowledged like that at the meeting has to make you feel really good”.

“I understand how disappointing it can be to ……”

3) When you value someone’s opinions and want their help in solving a problem, they are almost always willing to help. Two minds are usually more creative and lead to better solutions and decisions than if you try to do it alone. That might mean asking someone to get involved and work with you or it might mean asking someone to take responsibility for the task and take it through to completion. Involving others in developing ideas and carrying out the tasks builds their commitment to what you’re trying to accomplish.

Example:

“You work with these forms a lot, Susan. What ideas do you have for how they could be redesigned to work better for us?”

“In the meeting the other day you came up with some good ideas. Would you be willing to work with me on getting some of them implemented?”

“How do you think we could handle that?”

Opportunities to practice these skills happen frequently and sometimes unexpectedly. Even though the business challenges may not have changed you may be having a little more fun! At the end of the day, stop and think about how you might have made the difference.

© 2004 Julane Borth

Julane Borth is co-founder of EWF International®, an Oklahoma based firm providing personal advisory boards for women business owners and executives. EWF International also offers leadership training for women. EWF International franchises are available throughout Texas.

http://www.ewfinternational.com

Comments Off

The year just started and you’ve already noticed that some things will have to change if this year is going to be a success. It could be a relationship, a work situation, your home environment, or how you live your life. Acknowledgement is half the battle. When you are willing to go to the mirror and honestly look yourself in the face and admit all is not right, that’s powerful. When you recognize what’s wrong half the energy that has been holding it in place falls off. It’s almost like when the screws start coming out of the legs of a table, you know at some point it’s going to come crashing down and usually it takes something you want with it. The table is your life. The legs are your beliefs and your actions. This is your chance to rid yourself of the legs that are not working in your life and replace them with a strong new foundation, a foundation for success.

In examining your life some things will stick out like a sore thumb like an unsatisfying career, a dead end relationship or being overweight. Other things you may have to look at on a deeper level, like why are my finances not in tact, or why won’t I do something to improve my chances of obtaining work, or my inability to make a decision in a timely fashion? All of these things and more can be changed to help bring about your best life now. The steps are simple, but the work is on you the individual to bring forth a steady leg for the table called your life.

Step One: Acknowledgement.

Look at your life. Take a category a week if you’re afraid of overwhelming yourself, but don’t allow fear to interfere. List the things that are obvious that you know are wrong. An easy way to do it is to create categories. Start with home environment, then work, health, finances, personal development, education, family, friends, and love relationships. In each category have two columns. List the things that you’re proud of on one side and on the other side list what do you do that irritates you. This is crucial, the more honest you are with yourself the stronger your results. With each negative quality that you write down ask yourself “why do you do this?” Some answers are easy, others will require deeper thoughts to get you past the typical answer of “I don’t know.” You pay your bills on time, but you’re not doing anything towards saving or investing money for your future. In answering the question you open yourself up for direction.

For the good things that you have done, give yourself a smiley face, but ask yourself. “why is this important to me?” Why is it important that you serve as a Big Brother? When you acknowledge the positive things that you do and you consciously recognize why you do it, you empower yourself. On the other hand, it’s important to know why you do something, is it because people will respect you, or does it come from your heart? You may realize that your reasoning is faulty and you’ll either have to redefine why you do it, or stop doing it.

Step Two: Dissect - If you could change it what would you change it to?
If the things you do and the people in your life don’t bring you joy it’s easy to say stop seeing them, or stop doing it, but that’s not the case. All things and people do not need to be discarded, some only need a readjustment. Look at your list do you need to leave your marriage or do you need counseling to help you learn better ways to communicate? Do you need to quit your job, or do you need to use the tuition refund program to assist you in making you more competitive in your field or at your company? Maybe you do need a makeover, or maybe just a new hairdo? Do you really need to declare bankruptcy, or do you need credit counseling and a weekend job to help you get a better handle on your debt? Take the time to examine your life and how you can change or enhance it to create what you really want.

Step Three: Challenge: What are you willing to do to bring about change?
Action speaks louder than words. It’s great to acknowledge what’s wrong and even know one or five ways to make it better. However, what are you willing to do over the next thirty days towards bringing about the change you desire? Better yet, what are willing to do TODAY?

The first step doesn’t have to be big, but it does have to be a conscious effort towards your desired result. Order a class schedule towards getting that advanced degree. Call your local church, or go online and do a search and get three referrals for marriage counselors. Call a friend who goes to the gym and ask if you can go with them. Make a move. It’s important that you do something to move towards what you really want. Create a plan to obtain your desire. It’s important to give yourself deadlines so you stay on track. Don’t let thirty days go by without doing something.

Step Four: Follow Through

Keep going. Regardless of the results keep going. You may have to rework your plan, be open to that, don’t let it stop you. Don’t be hard on yourself. It’s important to honor yourself for each step of your journey. Forgive yourself. When you start looking at the things in your life that you are not pleased with it’s important to forgive yourself for the decisions and actions that you’ve done in the past. In forgiving yourself you free yourself up for the blessings that await you. As long as you hold on to regret you block your blessings. You can’t change your past, but you can create your future. Start today.

Doreene Hamilton is a speaker, author, and transformational teacher.
She is the author of “Spiritually Speaking, Get Over It!”
http://www.spiritualmuse.com

Comments Off